Strategic Human Resource Management: A Guide to Action

(Rick Simeone) #1

  1. Define the desired performance culture of the business and the objectives of the
    exercise.Use the list of characteristics above as a starting point and
    produce a list that is aligned to the culture and context of the business
    and a statement of the objectives of developing an HPWS.

  2. Analyse the existing arrangements.Start from the headings defined at stage
    2 and analyse against each heading:

    • What is happening now in the form of practices, attitudes and behav-
      iours (what do we want people to do differently)?

    • What should be happening?

    • What do people feel about it (the more involvement in this analysis
      from all stakeholders the better)?



  3. Identify the gaps between what is and what should be.Clarify specific prac-
    tices where there is considerable room for improvement.

  4. Draw up a list of practices that need to be introduced or improved.At this stage
    only a broad definition should be produced of what ideally needs to be
    done.

  5. Establish complementarities.Identify the practices that can be linked
    together in ‘bundles’ in order to complement and support one another.

  6. Assess practicality.The ideal list of practices, or preferably bundles of
    practices, should be subjected to a reality check:

    • Is it worth doing? What’s the business case in terms of added value?
      What contribution will it make to supporting the achievement of the
      organization’s strategic goals?

    • Can it be done?

    • Who does it?

    • Have we the resources to do it?

    • How do we manage the change?



  7. Prioritize.In the light of the assessment of practicalities, decide on the
    priorities that should be given to introducing new or improved practices.
    A realistic approach is essential. There will be a limit on how much can be
    done at once or any future time. Priorities should be established by
    assessing:

    • the added value the practice will create;

    • the availability of the resources required;

    • anticipated problems in introducing the practice, including resistance
      to change by stakeholders (too much should not be made of this:
      change can be managed, but there is much to be said for achieving
      some quick wins);

    • the extent to which practices can form bundles of mutually supporting
      practices.



  8. Define project objectives.Develop the broad statement of objectives
    produced at stage 2 and define what is to be achieved, why and how.


124 l HR strategies

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